8 EU Strategic Objectives 2005-2009
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5916/05
COM(05)12
| Commission Communication: Strategic Objectives 2005-2009 — Europe 2010: A Partnership for European Renewal — Prosperity, Solidarity and Security
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| Legal base | — |
| Document originated | 26 January 2005
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| Deposited in Parliament | 7 February 2005
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| Department | Foreign and Commonwealth Office
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| Basis of consideration | EM of 17 February 2005
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| Previous Committee Report | None
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| To be discussed in Council | To be determined
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| Committee's assessment | Politically important
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| Committee's decision | Cleared, but further information requested
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Background
8.1 This Communication from the President of the European Commission,
"in agreement with the Vice-President Wallström",[30]
is novel in setting out the strategic objectives the Commission
intends to pursue for the duration of its mandate. In preparing
them, the authors say they have taken account both of the debates
in the European Parliament in the run-up to the Commission's nomination
and in December 2004 and the existing multi-annual programme of
the forthcoming Presidencies.
"Due to their comprehensive nature, the Commission puts them
forward as a basis for a common platform of the European institutions
for action in the next 5 years. Hopefully, an agreement can be
reached on them by the three institutions before the end of the
Luxembourg Presidency. Once agreed, the strategic objectives will
offer a stable framework for the institutions to work together
in pursuit of common targets and in playing their role in the
proposed partnership."[31]
The Commission Communication
8.2 The document contains two sections of introduction —
"What should be the aims for the next five years?"
and "How will Europe meet these expectations by 2010?"
— before sections on each of four strategic objectives
— prosperity, solidarity, security and freedom, and Europe
as a world partner. The aims are plainly put:
- to put Europe back on the path to long-term prosperity;
- to sustain and reinforce Europe's commitment
to solidarity and social justice;
- to bring tangible practical benefits to the quality
of life for European citizens through new measures to strengthen
their security; and
- to give the Union a stronger voice in the world.
8.3 And so, too, is the central task:
"The most urgent issue facing Europe today is
clear: growth and jobs. Strong economic performance and dynamic
growth were the cornerstone on which the European model of social
solidarity and sustainability was originally built. The top priority
today is to restore sustainable dynamic growth in Europe in accordance
with the Lisbon strategy. Renewed growth is vital to prosperity,
can bring back full employment and is the foundation of social
justice and opportunity for all. It is also vital to Europe's
position in the world and Europe's ability to mobilise the resources
to tackle many different global challenges."
8.4 But while "growth is essential to sustain
these objectives, … growth in itself will not guarantee social
solidarity or sustainability. That is why solidarity and security
must and will remain central European objectives alongside prosperity".
8.5 The need for a comprehensive partnership is stressed:
"national Parliaments, governments, social partners and civil
society at all levels. Most importantly, individual citizens
must be brought into this partnership". To bring about this
partnership, the Commission says that "the Union should deliver
in terms of implementation and reach out to every European. First,
the Union must work well, and be seen to work well". Central
elements highlighted include:
- prompt and adequate transposition
and vigorous pursuit of infringements, which is deemed "critical
to the credibility of European legislation and the effectiveness
of policies";
- legislation that is "well-prepared and as
simple as possible. Impact assessment, including on competitiveness,
before initiatives are launched and throughout the legislative
process, must become second nature. Reviews of legislation in
force should be systematically done. Subsidiarity and proportionality
must be applied in full. Better regulation should be a priority
also at the Member States' level";
- the multi-annual budgetary framework to be laid
down in the Financial Perspectives "must provide the Union
with the adequate means to deliver on its commitments";
- all European institutions must adopt the mindset
of being at the service of the citizens;
- "dialogue must reach beyond the Brussels-based
political debate into a full-blown European Public Space, creating
understanding for each other's cultures, identity and political
thinking";
- the Union must be open to public scrutiny and
accountable for its work; and
- "accurate and effective communication [that]….
not only advocates its policies clearly, but is also receptive…
and focuses strongly on adapting communication to national needs".
8.6 The Commission develops the four strategic objectives
as follows:
Prosperity
"Our objective is to turn the European economy
into one of the most attractive to invest, to produce and to work".
The tools should be:
- A friendly business environment:
Sound macro-economic foundations are essential, along with the
"proper functioning" of the Stability and Growth Pact,
"fair" corporate taxation, a new phase in economic integration,
particularly through the opening up of services, and a lower burden
of regulation, particularly for small and medium-sized enterprises;
- Investing for prosperity:
"The focus on growth and jobs should be further strengthened
in the next Financial Perspectives". Innovation should be
boosted by raising EU research spending to 3% of GDP. Transport,
telecoms and energy bottlenecks should be addressed; and
- Embracing change:
labour markets should be made more flexible. Higher employment
rates should be encouraged. Managed immigration should be supported.
Solidarity
- Economic and social cohesion:
the gap between the richest and poorest regions, which has "trebled
since enlargement", should be reduced. An ageing population
must be supported, and the weakest in society must be protected.
In order to safeguard the sustainability of the European social
model, "the necessary reform in labour markets and social
protection systems should materialise in a timely way, while economic
reform and sound economic policies should manage to significantly
increase the potential growth rate";
- Solidarity with future generations:
environmental protection remains a key responsibility. Resource
management is essential; and
- Common responsibilities for common values:
the protection of fundamental rights and fight against discrimination
must be put at the forefront of European action with new initiatives
on anti-discrimination and establishing a European Agency of Fundamental
Rights. The knock-on effects of migration on society must also
be cushioned by smoother integration.
Security and Freedom
The Commission says that:
"Freedom can only be enjoyed within a framework
of security provided by law. Citizens legitimately expect that
threats to their health and safety will also be countered at European
level. The Constitution will strengthen the ability of the Union
to act. But much can already be done now. In the first place,
there is the personal security of European citizens in the face
of crime and terrorism. Freedom in a borderless Europe gives the
Union a special responsibility. This is the case notably for border
control, asylum and immigration, and trafficking of human beings."
Security and justice in Europe:
The Hague Programme agreed in 2004 must be implemented. Terrorist
financing must be targeted more effectively. The capacity to act
at European level of judicial, intelligence, police and customs
authorities should be reinforced. The integrated management of
external borders and a common visa policy is essential, as is
a coherent European framework for the entry and stay of third
country nationals across the EU.
Managing risk in the modern world:
Environmental and health risks such as the increased threats of
floods or droughts following climate change, the fallout from
potential biological, chemical or radiological attacks or serious
outbreaks of disease have immediate EU-wide implications. They
must be tackled in two ways: by the ability to offer early warning
and immediate response to a particular crisis, and by long-term
prevention. A greater security of energy supply would be provided
by a concentrated effort to reduce energy demand, a reinforced
cooperation with the main producer and transit countries; as well
as by the vigorous promotion of renewable energies.
Europe as a World Partner
- A stronger actor in the
world economy: Europe's
capacity to influence relies strongly upon the health of its economy.
Future enlargements of the European Union will increase its global
strength. A successful neighbourhood policy will increase the
reach of the largest economy in the world. International trade
is seen as key in promoting competitiveness and growth;
- Global solidarity:
EU external relations are a way to promote and protect European
values outside the EU's borders. The Millennium Development Goals
set for 2015 must be the guiding objective of Union development
policy. The Union needs a specific response for Africa; and
- Making security work world-wide:
"Europe cannot survive as an island of peace in a world of
instability". Europe's external policy needs to be adjusted
to international developments including crisis and global security
challenges. The Union has the potential to wield much more influence
over the long-term political and economic choices determining
prosperity and stability in Europe and the wider world. External
action is also required to tackle stability and security issues
at their root by strongly promoting sustainable development through
both multilateral and bilateral channels. European security and
defence capabilities need to match these challenges by providing
a fully credible capability for action, through a full implementation
of the European Security Strategy and a more effective European
Security and Defence Policy.
The Government's view
8.7 In his Explanatory Memorandum of 17 February
2005, the Minister for Europe (Mr Denis MacShane) restricts himself
to a brief comment:
"The UK welcomes the Commission's approach,
taking the view that by publishing the Strategic Objectives the
Commission has made itself more transparent and accountable, bringing
the EU closer to its citizens."
Conclusion
8.8 We too welcome the Commission's approach.
It also, sensibly, lowers the level of aspiration: "Our
objective is to turn the European economy into one of the most
attractive [in which] to invest, to produce and to work".
While making the essential point that economic development is
a means, not an end, the Commission has commendably underlined,
throughout its analysis, how central it is to the achievement
of all the EU's objectives. Although there will be plenty of
discussion and, no doubt, disagreement in the period in question
about the content of the strategic objectives and the balance
between them, the Commission's approach keeps jobs and growth
central throughout, and rightly stresses that success can be attained
only if all the relevant actors play their part. The report on
the Internal Market Strategy, which we consider in paragraph 5
of this report, illustrates this point all too clearly.
8.9 There will also be plenty of discussion about
resources. While some may accept the Commission's view, we are
surprised that the Minister does not reiterate the Government's
objective of limiting the ceiling in the next Financial Perspective
to 1% of EU Gross National Income. That said, we agree that
"the focus on growth and jobs should be further strengthened
in the next Financial Perspectives".
8.10 We are also surprised that, particularly
with regard to the Commission's strategic objectives for the next
five years, the document should have been issued in the name of
the President, and not in that of the Commission as a whole.
8.11 We clear the document, but would be grateful
if the Minister would write to us to clarify why the document
was issued was issued thus, and why no mention was made of the
Government's position on the ceiling on the next Financial Perspective.
30 Commissioner for Institutional Relations and Communication
Strategy. Back
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COM (2005) 12, page 13. Back
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